Though, a lot of emphasis has been put to decentralize financial institutions to offer agricultural credit, access to credit in many rural households in Rwanda remains limited, so far no study done in the study area on institutional factors influencing the decision to take credit. This study investigated the institutional factors influencing the decision to take credit among smallholder coffee farmers in Gisagara District, Southern Province of Rwanda. A Multi stage sampling techniques was employed to select respondents. Primary data were drawn from222 smallholder farmers using structured questionnaires.Binary logistic regression was employed to estimate the data. The results indicated that the institutional factors which influenced access to credit were cooperative membership, extension services, information on credit use, fear take risk and distance to coffee washing station. Based on the findings of the study, recommended that in order to increase access to use agricultural credit there is need to focus in organizing coffee producers in cooperatives, strengthen the current strategies of extension, education and infrastructural services particularly for road transport.

Purpose: The purpose of the study was to determines the effect of Internal Environment Management Practices on Supply Chain Performance among Agri-Manufacturing Firms in RwandaMethodology: This study employed both cross-sectional and explanatory research design and is in line with positivism approach. The target population was 567 top and middle employees in supply chain department from 67 Agri-Manufacturing Firms. Stratified and simple random sampling was used to select a sample of 226. This study collected both secondary and primary data, but mainly primary data using a structured questionnaire. Data analysis was performed with the aid of SPSS version 22.0 (Hayes and Matthes, 2009) using both descriptive and inferential statistics. Hypothesis 1 to 4 was tested using multiple regression model, while hypothesis 5 was tested using hierarchical regression.Results: Findings showed that internal environmental management positively and significantly influences supply chain performanceUnique contribution to Theory and Practice: It is therefore important for both the senior managers and mid – level managers to be committed and supportive of GSCM. Besides that, there is need for the firm to have total quality environmental management and ISO 14001 for environmental compliance. As well, having a team within the firm that is tasked with environmental improvements will go a long way in enhancing supply chain performance

Financial control is defined as the procedures designed to protect assets and insure that all financial transactions are recorded to prevent and reduce errors and fraud (Block& Geoffrey, 2008).The goal of having a strong system of financial control is to promote the institution's ability to reach its objective, providing reliable financial data, safeguard assets and records, evaluating operational efficiency through budget, organizational control and encouraging adherence to prescribed policies and regulations (Wachira, et al, 2014). Financial Control is an integral part of the Financial Management the later deals with planning, organizing directing and controlling the financial activities in a firm (Daniel Mulinge Nthenge, 2017) Eduard Alexandrovich Osadchy, (2015), through his study ''The development of Financial Control System in the Company in crisis in Russian'' defined Financial control as a system of observation, inspection, evaluation and correction of the situation on the basis of developed criteria (indicators), He further suggests that financial control should be implemented primarily in interest of the organization, its owners and the employees, it is important for the manager to know the dynamics of situational changes to be able to join the management of the workflow from the top in time of repeated failures or warn employees about the impending threat of collapse. Management control involves the joint from Top and bottom elimination of random negative situations that constantly arise in the work. Precisely He asserts that Financial Control is a management function that allows to quickly identify and eliminate conditions and factors that are not conducive to efficient administration and achievement of the goals; it makes it possible to determine what services and parts of the organization and activities contribute to the efficient achievement of the goals. The same study asserts that an effective Financial Control System allows the management to delegate powers over cost management to subordinates who in fact can know the facts in details. Financial Control plays a significant role to the decision making of any organization as it manages flow of resources, monitors the use of these resources, participate in formulation of performance standards, Controls the performances standards, track the deviations of the performance

Background Globally, Competition has forced many organizations to re-evaluate the competitive strategies that enable them to remain relevant and successful in the market (Agus, 2014). Customers' needs become increasingly difficult to meet. They demand for faster response, better value for money, products or services, more product varieties, expect lower prices, reliable delivery, and product integrity. Firms in the telecommunications companies, like firms in other sectors of the economy, need to devise strategies for effective competition. In spite of its important role in the economy, telecommunications companies are in turmoil due to substandard products, high energy costs, dilapidated transport infrastructure, and the dumping of cheap imports. As a result of these challenges the telecommunications companies has remained stagnant and lacks adaptability. Parasuraman, Zeithaml and Berry (2018), notes that today's rapid advances in technology and shortened product life cycle, it is not likely that many companies may have expertise in all the areas necessary to produce competitive goods and services. As a consequence, an increasing number of companies are focusing their attention on both continuous improvement and radical innovation to enhance their competitiveness by using newly developed techniques and tools such as Just In Time (JIT) systems, Six Sigma, Lean Manufacturing, Enterprises Resources Planning (ERP), Supply Chain Management (SCM), and Strategic Quality Management (SQM) (Lee, 2012).

Introduction Strategic organizational structure across the world has attracted many researchers and created debate among organizational managers and academic world. Managers who intend to design organizational structure usually face difficult decisions as they must choose among a big number of tasks and departments. The first decision focuses on individual jobs, the next two decisions focus on departments or groups of jobs, and the fourth decision considers the issue of delegation of authority throughout the structure (Al-Qatawneh, 2014). Zheng et al. (2010) consider an organizational structure as a tool used for control mechanism to affect employee work outcomes, to ensure that the required tasks are performed effectively and efficiently, and to assist the attainment of organizational goals and objectives. It describes the internal characteristics of an organization which receive attention since they are critical to organizational failure and success, and one of these is organizational performance. According to (Teixeira et al.,2012), organizational structure determines the pattern of communication as well as the formal lines of interaction between individuals within organisations. A good structure does not by itself produce an expected performance. Poor organizational structure aids poor performance irrespective of the ability of the manager. It restricts individual growth, self-fulfilmentand psychological health of the workforceresulting in failure, frustrations and conflict which hinders organizational growth and development (Daft et al., 2010). There is a relationship between organizational structure and job satisfaction because the organizational structure affects employee job satisfaction which in turn affects the productivity (Olajide, 2015). Therefore, the extent to which an organizational structure reduces ambiguity for an employee and clarifies problems such as what the employee is supposed to do, how the employee is supposed to do it, who the employee reports to, who the employee should meet in the event of problems; in all affects their attitudes to work and equally motivates employees to higher performance. Some researchers opine that organizational structure has a positive relationship with organizational performance and others like Awino (2015),